The Tale of Wonder Widget, Part Two

by Mark S. Fulton

You’ll remember when we last visited Wonder Widget, sales were sinking, customers were complaining, management was moping and workers were wondering whether Wonder Widget was where they wanted to work. Walter Wonder, the company’s founder, was worried.

Walter’s friend Gordon Gonzo of Gonzo Gizmo had suggested hiring a business consultant. Gordon claimed the changes recommended by his consultant had given the gang at Gonzo Gizmo new gusto for greater gains. Walter thought it was worth a try, so he set up an appointment with ConsultaCorp Inc., the business consulting firm Gordon had used.

Two days later, Harry Huddle from ConsultaCorp visited Wonder Widget. After meeting with Walter to discuss ConsultaCorp’s methodology, Harry set up a time to come in and get started.

Harry spent the first few days at Wonder Widget conducting a 360-degree assessment on all of Walter’s vice presidents, directors and managers. As its name implies, the 360 assessment gathers anonymous feedback about an employee from all directions—from superiors, peers and subordinates.

Harry fed the results of his surveys into his computer and produced a report for each individual that noted areas of strengths and weaknesses in communication skills, teamwork, problem-solving and other abilities. He also produced a personal development plan for each individual that indicated specific behaviors the person should initiate in order to make positive changes in his or her role at Wonder Widget.

Next, Harry conducted a DISC survey on the management team. The DISC survey sorts people by their behavioral styles, or temperaments. “D” types (dominant, driving, doer) are task-oriented and outgoing. They like challenge, control and choices. “D’s” want to be in charge and get the job done—today, not tomorrow. “Just do it!” is their motto.

The “I” types in the DISC model are inspirational, influential and impulsive. These people-oriented, outgoing individuals love recognition and being the center of attention. While they may exhibit more confidence than ability, “I’s” are awesome salespersons. They agree with Will Rogers’ statement: “I never met a person I didn’t like.”

Steady, stable and supportive—the “S” behavior type is people-oriented and reserved. The quintessential team player, “S’s” love appreciation and approval. They thrive on routine and hate change, but they are also highly adaptable because they want to fit in and meet the needs of others. Assertiveness is their greatest challenge, follow-through is their greatest virtue.

Details, details, details. “C’s” love details. “Why” is the favorite word of the behavior style that is task-oriented and reserved. Need something done correctly? Give it to a “C,” who lives by the motto “Measure twice, cut once.” Competent, cautious and careful, the “C” behavior style craves order and logic. “C’s” are good at improving on existing products, projects and plans. They make sure every possible permutation has been pondered.

“You’ve got a great collection of people on your management team,” Harry told Walter in their first meeting following Harry’s evaluation. “There’s a nice blend of behavior styles and they are generally well regarded by the people they interact with.”

“The problem is,” Harry continued, “some of them are not temperamentally suited to the positions they occupy and most of them don’t know how to relate to the behavior styles of the people around them. That’s caused a good deal of miscommunication and misunderstanding up and down the ranks.” Harry cleared his throat and said, “I’m afraid that includes you, too, Walter.”

Walter was silent for a moment. He could feel his face beginning to flush. “I’m certainly aware that a leader leads by example,” he said, putting on his best Winston Churchill face. “I’m ready to do whatever is required of me.”

“There’s more,” said Harry. Walter frowned and slumped a little further in his chair.

“Your organizational structure is hurting productivity,” Harry continued. “I believe there’s a lot of unnecessary bureaucracy at Wonder Widget. There are too many people who have to be involved in making decisions. That creates a lack of efficiency in your work processes.”

“Furthermore,” said Harry, “Your people feel pigeon-holed and powerless to do the things that need to be done. You need to reorganize your company into a team-oriented organization, Walter, so that you can get your widgets manufactured, marketed, sold and serviced more efficiently.”

“What do I have to do?” Walter asked gloomily.

“First, cheer up,” said Harry with a smile. “You’re situation is very typical of a lot of companies that have been around for a while. The good news is that there are several things you can do to whip Wonder Widget into shape.”

“Here’s what I suggest,” said Harry. “Bring in an expert on process management who can organize and equip your employees to work as members of high-performance teams.”

“Can’t you do that?” asked Walter.

“I can work with your folks on the behavior styles training and personal development plans,” said Harry, “but you need someone who can really zero in on improving the processes you use and training the people who will implement them to work in teams.”

“Wonder Widget makes wonderful widgets,” said Walter wistfully. Then he straightened his shoulders and sat up tall. “I won’t waffle or waste time whatsoever. We’ll work until we’ve won!”

Copyright 2000 © Mark S. Fulton